Private Equity-Backed Companies
The plan moves faster than the organization
The value-creation plan may be clear. Building a company that can deliver it is usually the harder part.
The sponsor and CEO see the same company, but face different pressures.
The sponsor is measuring progress against the investment thesis. The CEO has to deliver it while running the business.
Growth targets, margin improvement, acquisitions, leadership changes, and an eventual exit all compete for management's time and attention. The question isn't whether the company needs to improve. It's how much can change, how quickly, without weakening the business in the process.
When you’d use us
The sponsor and management are beginning to differ on priorities or pace
The value-creation plan requires capabilities the company doesn't yet have
A senior leadership change is needed, but timing and continuity matter
The company needs more structure without slowing down
An acquisition is exposing problems with leadership, responsibilities, or how decisions get made
Pressure to deliver near-term results is beginning to compromise longer-term decisions
How we work with CEOs
Strategic Sounding Board
Work through difficult decisions involving the sponsor, senior team, acquisitions, and the competing demands on time and capital.
Executive Development
Develop the CEO and key executives in the few areas that will make the biggest difference to their performance.
Organizational Performance
Strengthen the management structure, clarify who owns what, and improve how decisions get made across the business.
